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This page refers to the Performance and Accountability Framework, an intergovernmental document that assigned various reporting responsibilities to the former National Health Performance Authority. From 1 July 2016, activities related to reporting against the indicators contained in the Framework are the responsibility of the Australian Institute of Health and Welfare.

Note: All indicators for hospitals and local hospital networks will be reported by Indigenous and non-Indigenous status where statistically possible. Further, indicators will all require varying degrees of data development work. When reporting on Private Hospitals the indicators will need to respect issues of commercial sensitivity.

6.2.1 Effectiveness - Safety and quality

6.2.1.1 Hospital Standardised Mortality Ratio

6.2.1.2 Death in low-mortality Diagnostic Related Groups

6.2.1.3 In hospital mortality rates for:

  • Acute myocardial infarction;
  • Heart failure;
  • Stroke;
  • Fractured neck of femur; and
  • Pneumonia.

6.2.1.4 Unplanned hospital readmission rates for patients discharged following management of:

  • Acute Myocardial Infarction;
  • Heart failure;
  • Knee and hip replacements;
  • Depression;
  • Schizophrenia; and
  • Paediatric tonsillectomy and adenoidectomy.

6.2.1.5 Healthcare associated Staphylococcus aureus (including MRSA) bacteraemia.

6.2.1.6 Healthcare associated Clostridium difficile infections.

6.2.1.7 Rate of community follow up within the first seven days of discharge from a psychiatric admission.

6.2.2 Effectiveness - Patient experience

6.2.2.1 Measures of the patient experience with hospital services.

6.2.3 Equity and effectiveness - Access
Note: Access indicators can be used to measure equity of service provision where data is compared across localities. However, access is also an important, absolute measure of LHN and hospital performance:

6.2.3.1 Access to services by type of service compared to need;

6.2.3.2 Emergency Department waiting times by urgency category;

6.2.3.3 Percentage of Emergency Department patients transferred to a ward or discharged within four hours, by triage category;

6.2.3.4 Elective surgery patient waiting times by urgency category; and

6.2.3.5 Cancer care pathway – waiting times for cancer care.

6.2.4 Efficiency - Efficiency and financial performance

6.2.4.1 Relative Stay Index for multi-day stay patients;

6.2.4.2 Day of surgery admission rates for non emergency multi-day stay patients;

6.2.4.3 Cost per weighted separation and total case weighted separations; and

6.2.4.4 Financial performance against activity funded budget (annual operating result).
Note: further financial indicators to be developed by the Authority, subject to COAG agreement.

A set of indicators for the measurement of the performance of LHNs with more specialised roles, such as specialist children’s hospitals, long stay mental health facilities and subacute facilities will need to be developed. In addition an indicator set for private hospitals will be developed, based on the initial indicators listed above for LHNs.

Figure 5: Application of the RoGS process model to hospital/LHN indicators

PAF section 6.2 figure 5 - Application of the RoGS process model to hospital/LHN indicators

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View the text description of Figure 5